By Sarah Northrup, Human Resources Director

 I hope that everyone is keeping well and staying happy and healthy. I joined A.S.P. at a time when all of us, everywhere in the world, are going through things we’ve never experienced before, and it has been inspiring to be a part of the A.S.P. family.

Life work

Each of us has new responsibilities and challenges in our work and personal lives and sometimes it’s hard to stop and take care of our own needs. Below I’ve shared information from LifeWorks, our employee support program, that addresses a couple of common wellbeing themes.


Additional resources available to A.S.P. employees from LifeWorks online:

Strategies for Financial Planning
Financial planning is important, no matter how much money or income you have. It’s about setting realistic goals and targets and then figuring out the best way to reach them. Basically, it’s a road map that will help you get where you want to go.

Your financial plan should have three main parts:

  1. Managing debt to achieve freedom and flexibility
  2. Saving for financial security in the immediate future
  3. Investing for long-term future growth

Five Ways to Take Your Mind Off COVID-19 (Coronavirus)
Need a break from discussions of COVID-19 (otherwise known as “Coronavirus”)? Here are five ways to bring some healthy escapism into your life.

  1. Spend time outdoors to clear your head.
  2. Practice mindfulness.
  3. Use Exercise to take your mind off your worries.
  4. Pursue a hobby or interest.
  5. Give yourself some Tender Loving Care.

Lastly, May 4th to 10th is Mental Health Week ( I hope we can all keep mental and emotional wellbeing top of mind as we navigate these unusual times.
I wanted to share the launch of a new mental health resources app, WellCan (, which is available for free across Canada.  This new app provides free and easy access to an extensive range of resources to support mental health and wellbeing.

Thank you
Thank you

Thank you to everyone in the A.S.P. family for working hard and caring passionately about what you do. Let’s continue to take care of ourselves and each other.

By Michael Moledzki, Training Coordinator

During these trying times, it is important to protect yourself. We all need to use Personal Protective Equipment (PPE), along with washing your hands with soap and water to help stop the spread of COVID-19.

All guards should be putting gloves on for protection during every shift and putting on new gloves every time you return from break. See pictures below, to properly take off and dispose of the gloves. Please make sure you understand when taking off your first glove, you do so without touching your skin. Next, crumple it up into the second glove and remove the second glove while not touching the outside of the glove, putting your finger(s) underneath the rim of the glove and remove slowly to minimize anything from getting on your clothes or person. Make sure both gloves are thrown out in an appropriate container. Keep safe all and see you soon.

Removing and Disposing of Gloves

By Petra Nash, Executive Assistant

Job Satisfaction can be defined as the sense of contentment one feels as a direct result of being an employee in a particular role.

Employee engagement can be defined as the level of involvement and connection one feels in their job. Various forces shape engagement, including the leadership and sense of community in the workplace.

In 2020, A.S.P. is focusing on Employee Engagement and will be utilizing best practices to ensure our employees feel valued at work and are satisfied with their job.

A.S.P. has been providing more training to our employees and building processes for developmental growth. Employee Satisfaction surveys have also been conducted with our front-line staff.  At A.S.P., we strive to make every day enjoyable for our employees and will continue to so.

Factors Affecting Employee EngagementFactors Affecting Job Satisfaction
Employee Engagement Starts at the Top:
Company leaders must be collaborative, regularly interacting with their workforce, sharing ideas with them, and soliciting their contributions before making a significant decision. This makes employees feel like they are involved in the company’s growth and keeps them engaged.
The first, and probably the biggest, driver of job satisfaction is compensation. Remember two things here. One, the pay scale must be positioned competitively against similar roles. Two, employees should be able to maintain an above- average quality of life with the compensation provided.
Career Development:
LinkedIn’s 2019 workforce learning report found that the No. 1 reason employees quit is the lack of learning and career development opportunities.
Supporting the advantages of good pay, you can offer a comprehensive benefits package that takes care of physical and mental well-being, financial wellness, childcare, and family coverage.
Internal Communication:
Communication plays a significant role in how engaged your employees are, especially if you have a large distributed workforce. The ability to connect in real time, receive regular updates from the company, and quickly resolve issues (no matter how trivial) is critical to enabling an engagement-friendly workplace.
Work-life Balance:
62% of workers feel the work-life balance is most important for a company culture that fosters success. Shorter commutes, the freedom to work from home, paid leaves, and mandatory vacation days, among other things, can ensure a positive work-life balance for your workforce. They will have more time to spend with family or in personal pursuits, thereby improving the quality of life.
A Culture of Diversity:
This means that the company is open to new ideas from every employee, proactively prevents bias, and ensures equal opportunity for all. Diversity must be embedded within the company values, covering every minority group as well as generational divide.
Every employee wants to be appreciated for their contribution. You can adopt a formal structure of recognition, with annual reviews and appraisals, or an informal one, where achievements are acknowledged in the moment.

By Petra Nash, Executive Assistant

Social media has proven to be beneficial over the last several years

For businesses, social media has created a way to send a brand’s messaging to the right people. There are a lot of benefits to be had from using social media. Below are some of the top benefits of using social media.

  1. Networking & Partnership
    Employees or customers can contact a customer service representative faster and easier now than ever before thanks to social media. Businesses can also receive, review and respond to employees questions or concerns faster and more effectively using social media platforms.
  2. Communication
    In addition to the simplified lines of communication, there’s the aspect of general availability. Social media helps connect us easier than ever before. Building quality relationships becomes a lot easier with the streamlined communication we get from social media and building relationships with key businesses earns a lot of value for your brand.
  3. Increase Website Traffic
    Social media channels are supplemental to the brand’s website. Social media is intended to reach different audiences in a personable, useful, and entertaining way and refer those potential customers you may not have ever had the chance to engage with previously to get to know and try your services.
  4. Customer Feedback
    In the world of business, sales, and profits, regardless of what your industry is and who you are marketing and selling to, the focus has to truly be on the employee. Success, both digitally and traditionally, is achieved by understanding – and delivering the best quality customer service possible and doing everything in your power to ensure your employees and potential prospects have the best experience.
  5. Keeping Potential Customers
    Keeping in line with maintaining your brand’s respected reputation is the opportunity to impress potential customers with how you’ve handled other, typically unrelated customer interactions. People often turn to – even rely – on social media and outline-review sites to get a good idea of just who a company truly is.

Each business has different goals and ways it measures success. Social media can help achieve those goals, but it’s important to stick to the basics and encourage employees to actively check out social media platforms for news and information.

social media
social media
Social media

By Paul Parkinson, Director of Finance

Staying motivated can be tough, especially when falling back on familiar routines feels a whole lot easier.  Consider these tips to help stay motivated when it comes to health goals:

Stay connected to your why

Stay connected to your why
Vision boards can be powerful motivators, offering graphic images that help reconnect you with why you are investing energy and time into your goals in the first place.

Focus on one thing
When you have too many goals or too many items on your to-do list, it can feel overwhelming. That can sap your motivation to do anything at all. Focusing on one thing each day helps keep you focused and motivated.

Change your routine
Routines can get boring. When things get boring, motivation wanes. That is why it is hard to stick to the same meal plan week after week. It just gets old. Changing up your routine every month or so can help you maintain excitement about your goals. For example, changing the time of day you exercise or where you eat at lunch are easy ways to shift your momentum.

Monitor your progress

Monitor your progress
Whether you use an app or a sheet of paper, tracking your progress can serve as visual motivation. Monitoring helps us transform actions into habits.

By Natasha Stephenson Belle, Manager, Resource Planning

The Resource Planning Department is very happy to announce the promotion of William Charles to Senior Resource Planning Analyst!

William brings to our team the knowledge and expertise of the various operational nuances within the contracts that A.S.P. services.  William has also developed relationships with our frontline and operation teams across our company, which has been very beneficial.  William has perfected the art of adding his personal touch and developing relationships with everyone he works with daily.

William charles

William started with A.S.P. in 2015 as a supervisor and was then promoted to Mobile Patrol Supervisor in 2017. Shortly thereafter, William moved to Resource Planning.  Bringing his experience from the operations side of the house to Resource Planning, William was able to excel in scheduling by providing guards with extra information that could be useful for the shifts assigned. For example, providing the best way to access their post or sharing what was available in the area when going on breaks.

William was also a big part of launching the Calgary Security airport project.  He took the lead for scheduling guards for this location and worked with the operations team to ensure InTime was updated.  He also worked very closely with HR and Accounting to ensure that the process flow for Calgary was running smoothly. In William’s new position, he will be working more in the background to support our schedulers.


Updating leave requests for all division and balancing out scheduling hours for accounting to process payroll and billing are just a couple of his new duties.  We are very excited for William and his new promotion, and happy to see that his hard work and dedication to A.S.P. has paid off and wish him luck as he progresses with his career.

Please join me in congratulating William on his new promotion!!


By General Thomas James Lawson (Ret.), Strategic Advisor

TomFor over a year now, I have been delighted to be a part of the ICTS/A.S.P. team and I never cease to be amazed by the energy and dedication embodied by A.S.P., its leadership team and its employees.

A.S.P.’s remarkable growth, especially recently, has nicely reflected how well the company is regarded across the nation. Therefore, like most of you, I had no idea that we would be spending the last month discussing how best to keep A.S.P. alive and vital through coming months. But this is where the international crisis has placed A.S.P., alongside many Canadian businesses.

During my 40 years in the Canadian Armed Forces, I developed a strong belief in planning for the worst, and then working with reality. It was a philosophy that enabled the military to operate with the confidence that we were prepared to deal with whatever hit us. I will admit that the current situation is one for which even the military, let alone a company like A.S.P., could never have adequately prepared.

As I mentioned above, I have been very impressed with those things that make A.S.P. stand out from the competition; the “magic sauce”, so to speak. I have watched the excellence of the members of the leadership team during strategic retreats and seen how they identify key challenges and opportunities, and then develop ways to address them. And through all their discussions, they have been careful to keep in mind their key asset: the A.S.P. employee on the front line. They know that regardless of the quality of their planning, if it didn’t translate to a happy, professional and well-trained group at the “coal face”, A.S.P. would not thrive. And it has thrived, and for good reasons.

Over the last month, this same philosophy has been evident throughout the daily discussions I have observed. Each meeting has begun with CEO Dean Lovric laying out the latest situation, and then asking for observations and critical points from each member of his executive and management team. The remarkable thing has been that, in clear response, no one has held back the truths that needed to be shared and grasped; of the fear among the most vulnerable front-liners, of the concern of those in quarantine, of the pain felt by those who faced layoffs, and of the required actions.

There is no doubt that tough decisions have had to be taken. These decisions have been critical to the survival of the company and, more importantly, to position A.S.P. for a strong return to the marketplace once the opportunity arrives. And it will arrive. At that time, A.S.P. will be looking to return to its former growth curve, and everyone who has been part of the company will again play a key part in its future.

I’ve come to know A.S.P. pretty well in my time with the company, through business meetings, tours and company gatherings, and my sense is that it is doing so many things right, and this places A.S.P. exactly where it needs to be during these toughest days of the COVID pandemic, and for the post-pandemic return to full business.
I am honoured to be able to play a part in that.

By Paul Parkinson, Director of Finance

In the sending out of the 2019 T4s, ROEs and other communication by regular mail, we have many letters being returned due to the incorrect address we have on file.  This may cause you to miss important documents being sent from the office.


Please review the mailing address on your pay stub. If it is incorrect, please send a note to Human Resources with your employee number (listed on your paystub) and your new mailing address and we’ll be sure to update our systems.

Congratulations to all our A.S.P. teams on 20 years of Success!

20 years anniversary

In 1999, I was seeking an opportunity to expand on the success of a fledgling company called Airfield Access Inc. (AAI) at Toronto Pearson International Airport. After careful planning and assessing of risks, I developed the business plan that would thrust a new company into the security service industry. That company became known as A.S.P. Security Services and was established April 13th, 2000.

Twenty years ago, our business focus was strictly aviation. There was a significant niche that was not being sufficiently addressed; through recognizing where the gaps were and addressing them, we could make a difference.  The difference proved to be the way the industry approached its clients and, more importantly, its employees.

The barriers to entry were enormous. Multinational conglomerates were guarding the entranceways to success and we needed to manage the enormous risks involved in operating within our newly chosen ecosystem.  We looked for security professionals from the security industry, but mostly, we built our team from the world of aviation while leveraging existing resources from our sister company, AAI.

Our newly minted team depended on the reputation and resources of our sister company for support. We hoped that an industry, which needed reinventing, would open its market to us. We bet on our belief that the establishment of a culture of integrity and respect with the willingness to be accountable and transparent would thrive with our potential client base.

Finally, after months of effort, our team’s hard work and dedication gave us the legs we needed to walk on our own. We did this by partnering with an incredible client base and a wonderful employee base, both of which we are still blessed to have.

Today we see and feel the unprecedented impact COVID-19 is having on our society.

Inside This Issue
HQ News2
Employee Spotlight11
Residential and Commercial News25
Aviation News28
Canine Corner/On the Lighter Side35

A.S.P. was engaged and supportive during the most critical of times throughout the past 20 years, helping our clients get through the most catastrophic of conditions, such as the tragedy of 9/11, SARS, the Air France Flight 358 end-of-runway crash at Toronto Pearson International Airport and the stock market crash of 2008. A.S.P. is still here and standing strong for our clients and our employees.

We have supported and raised tens of thousands of dollars for charities and charity drives such as Toronto Pearson’s Runway Run, where right from inception of the run we shared the top donor spot with Air Canada. Other charities include the Hospital for Sick Children, Shelter Canada and ROCK (Reach Out Center for Kids), to name a few.

We won Best Large Service Business Awards with both the Etobicoke Chamber of Commerce in 2007 and again with Burlington Chamber of Commerce in 2019. Sharing the finalist podium with organizations such as Hamilton International Airport was a true honour.

We’ve done all this with the endless dedication of our front-line workers, people who we have grown to love and respect; the people whom I would personally like to thank for this success, for without which none of this would be possible. Thank you.

We’ve achieved all this with a sophisticated client base that have been supportive understanding partners, as our vision proves supportive to theirs.  I personally, and on behalf of all of us would like to thank them for their patronage.

For making the lives of so many easier, for protecting us through the most critical times in our nation’s history and for demonstrating honesty respect and courage, I thank all our employees, from the bottom of my heart, thank you and congratulations on 20 years.

Our Team

Today, we are more than 2000 strong across Canada, we are part of the ICTS Europe family, and, combined, we have a global reach that includes 22 countries and 17,000 security professionals.

I can safely say that 20 years later, we not only walk on our own… we walk together.

By Darren Scott, Scheduling Coordinator

The concept of “scheduling” is not new; the pyramids are over 3000 years old, Sun Tzu wrote of scheduling strategies 2500 years ago, transcontinental railways have been built for 200 years, etc. None of these activities could have been accomplished without a form of scheduling.

Shift work has existed from ancient times, based on the need for watchmen of kingdoms and military. Our modern-day shiftwork traces back to the late 1800s. With the invention of the lightbulb and the increased costs of assets and start-up times, industries like steel mills, iron foundries, and textile mills were urged to run production 24/7.

At first, the schedule patterns split the workforce into a day and night crew that typically rotated. The first crew would work for 13 straight days on 12-hour shifts, followed by a continuous 24-hour shift. This exhausting day was immediately followed by 13 straight night shifts, with one day off at the end before starting this work pattern again.

This schedule resulted in high rates of accidents and injuries. With few regulations, employers had little incentive to consider a more humane design when running a 24/7 operation. Thankfully, this practice ended with the development of new and better-balanced schedule patterns designed to decrease workplace injuries. Two of these patterns have dominated all 24/7 industries.

The most popular used pattern is called the DuPont Rotation or Pitman Schedule. This pattern’s biggest advantage is “every other weekend off”, by setting up 12-hour shifts on a 2-on 3-off, 2-on 2-off, 3-on 2 off, 14-day rotation. An organization using this pattern will require four crews, consisting of two day crews and two night crews. The favourability of weekends off makes this pattern highly desirable by both workers and employers.

Scheduling has come a long way and is now automated through software. There are many patterns and algorithms available to balance the needs of the workers and employers.